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Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
Sponsorship High Profile Events - Alternatives
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Sponsorship High Profile Events - Alternatives

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An overview of partnering and sponsorship frameworks that guarantee integrity, fairness to suppliers, sponsors

An overview of partnering and sponsorship frameworks that guarantee integrity, fairness to suppliers, sponsors

Published in: Business, Technology
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  • 1. November 20, 2002 Presentation An alternative to sponsorship: a framework for corporate participation in high profile events
  • 2. G8 – Kananaskis pristine environment
  • 3. Overview Presentation <ul><li>Background to the approach </li></ul><ul><li>Achieving a balance </li></ul><ul><li>3 options for corporate participation </li></ul><ul><ul><li>Integration into procurement system </li></ul></ul><ul><ul><li>Direct, sole-source partners </li></ul></ul><ul><ul><li>Contributors </li></ul></ul><ul><li>Challenges </li></ul><ul><li>Best practices, tools, resources </li></ul><ul><li>Values and Ethics </li></ul><ul><li>Results </li></ul>
  • 4. Background to the approach <ul><li>History – Summit Americas, APEC 97 - major element $10 million sponsorship = high commercialization - perception of corporate leaders “buying access” </li></ul><ul><li>Outsourced function to agency (Americas) </li></ul><ul><li>Different kind of Summit – smaller, retreat-style meeting, remote + a “Green Summit” </li></ul><ul><li>Media and political climate – high scrutiny </li></ul>
  • 5. Background to the approach <ul><li>Short planning cycle in a risk averse environment </li></ul><ul><li>Extensive approvals (PMO, PCO, Sherpa…) </li></ul><ul><li>Driven by need not the “nice to have s” </li></ul><ul><li>No cash donations </li></ul><ul><li>Key Challenge - balancing corporate and government interests </li></ul>
  • 6. Achieving a balance Management context <ul><li>Policy framework (New Communications Policy & Guidelines; Public service values & ethics; Principles of Modern Comptrollership; Results for Canadians – management framework; G8 Partnership Program policy ) </li></ul><ul><li>Partnership Advisory Committee – respected policies, expert advice, created best practices, drove program development </li></ul><ul><ul><li>Made up of : legal, management, partnership experts, communications, procurement professionals </li></ul></ul><ul><ul><li>invited specialists - values and ethics, Common Look and Feel, Treasury Board </li></ul></ul><ul><li>Build something from within the government context , processes </li></ul><ul><ul><li>Build from the PWGSC procurement system </li></ul></ul><ul><ul><li>Build a framework that can be integrated into the RFP, RFSO processes </li></ul></ul>
  • 7. 3 options corporate participation <ul><li>Exclusive access : </li></ul><ul><li>Procurement via PWGSC “Official Suppliers” </li></ul><ul><li>Partners – Green Partners, Other sole source </li></ul><ul><li>Contributors to the Summit </li></ul><ul><li>Key characteristics, descriptors, process for each category and level (dollar range) </li></ul>
  • 8. 1 - « Official Suppliers » PWGSC procurement system <ul><li>Evolved throughout </li></ul><ul><ul><li>Re-engineering PWGSC process, integration of new mechanism, create new relationships… “a work in progress” with results </li></ul></ul><ul><ul><li>Characteristics: $25,000 + credit or discount, competitive, established framework, proportionate and fair </li></ul></ul><ul><ul><li>Process: </li></ul></ul><ul><ul><ul><li>“ Bible” - Procurement list, regular meetings with PWGSC/SMO operational partners (48 hr default option) </li></ul></ul></ul><ul><ul><ul><li>Developed: scope wording and a Benefits/Recognition Annex which could be easily integrated into RFP, RFSO bids in collaboration with the Partnership Advisory Committee - standard set , also included a Corporate overview DEC </li></ul></ul></ul><ul><ul><ul><li>Participated, as required, in RFP/RFSO process - eg. Bidder’s conference </li></ul></ul></ul>
  • 9. 1 - « Official Suppliers » PWGSC procurement system <ul><li>Process continued: </li></ul><ul><ul><ul><li>Amended Benefits & Recognition formula to allow for choice </li></ul></ul></ul><ul><ul><ul><ul><li>level of participation – dollar value – 3 different levels </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Opt in, opt out </li></ul></ul></ul></ul><ul><ul><ul><li>Developed training and information packages for PWGSC staff </li></ul></ul></ul><ul><ul><ul><li>Explored inter-departmental partnership opportunities </li></ul></ul></ul><ul><ul><ul><li>Negotiated directly with suppliers - post award, re: administration and roll out - Budget Rent a Car, AMEX, Government Travel Service </li></ul></ul></ul><ul><ul><ul><li>Developed Corporate profiles of companies – prevention – Level 1-3 screening (See Appendix A ) </li></ul></ul></ul>
  • 10. 1 - « Official Suppliers » PWGSC procurement system <ul><li>Developed a number of communications tools to promote internally & externally </li></ul><ul><ul><li>advisories - internal - air, travel and other discounts (special accounts, TAN #s issued) </li></ul></ul><ul><ul><li>scripts - Web site and 1-800- no., Corporate presentations </li></ul></ul><ul><ul><li>Thank you advertisements, signage, Web site, booklets </li></ul></ul><ul><ul><li>Compiled a corporation recognition package post Summit (included a “non-disclosure agreement”, images, thank you letter, PMO certificate...) = due diligence </li></ul></ul>
  • 11. 1 - « Official Suppliers » PWGSC procurement system <ul><ul><li>Tools: </li></ul></ul><ul><ul><ul><li>“ Official Suppliers (OS) Logo ” </li></ul></ul></ul><ul><ul><ul><li>“ OS Logo User Agreement ” </li></ul></ul></ul><ul><ul><ul><li>“ Guidelines for Usage of the OS Logo” </li></ul></ul></ul><ul><ul><ul><li>“ G8P extranet - establish to share: information, guidelines and creative </li></ul></ul></ul><ul><ul><ul><li>Letter of intent </li></ul></ul></ul><ul><ul><ul><li>Communication tools: ads, booklet, Web site, signage and marketing rights </li></ul></ul></ul>
  • 12. 2 « Direct », « sole source » Other partners <ul><li>Developed a process, criteria for other types of partners </li></ul><ul><ul><li>Allowed to respond to specialized agenda - greening of the Summit - sought out top ranked co.’s </li></ul></ul><ul><ul><li>Sole source – “only game in town” </li></ul></ul><ul><li>Characteristics: customized benefits and recognition, sole source, highly specialized service or product, we sought out – proactive – No set dollar value – driven by need/requirement. </li></ul>
  • 13. 2 « Direct », « sole source » Other partners <ul><li>Process – Green Partners </li></ul><ul><ul><li>We confirmed requirements with G8K, specs </li></ul></ul><ul><ul><ul><li>Energy efficient demo vehicles, pollution </li></ul></ul></ul><ul><ul><ul><li>Water coolers – reduction of waste </li></ul></ul></ul><ul><ul><li>Vehicles: G8K confirmed the company with the most fuel efficient vehicles in Canada – Toyota </li></ul></ul><ul><ul><ul><li>Level 3 screening done to ensure company was 100% environmentally conscious, etc. </li></ul></ul></ul>
  • 14. <ul><ul><ul><li>Negotiated with Toyota Canada </li></ul></ul></ul><ul><ul><ul><ul><li>Offered a full fleet of cars (Japan) but took 3 for the duration of the time leading up to the Summit </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Toyota Canada offered $10 million dollars, Insurance, liability </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Letter of intent and collaboration agreement signed </li></ul></ul></ul></ul><ul><ul><ul><li>Coordinated the logistics and delivery of vehicles </li></ul></ul></ul><ul><ul><ul><ul><li>One vehicle visible in Kananaskis during Summit </li></ul></ul></ul></ul><ul><ul><ul><li>Benefits post Summit package delivered </li></ul></ul></ul>
  • 15. <ul><li>Process – Green Partners continued </li></ul><ul><li>Water Coolers, bottles : G8K confirmed requirements (consultation RCMP, DND) </li></ul><ul><ul><ul><li>Letter of Interest was developed to advertise opportunity to potential water companies </li></ul></ul></ul><ul><ul><ul><li>We posted directly on the MERX system – 10 days </li></ul></ul></ul>
  • 16. <ul><ul><ul><li>Level 3 screening done to ensure company was 100% environmentally conscious, etc. </li></ul></ul></ul><ul><ul><ul><li>Accepted first complete offer to meet all requirements </li></ul></ul></ul><ul><ul><ul><li>Negotiated details around the numbers, which increased </li></ul></ul></ul><ul><ul><ul><li>Sent a letter of Intent confirming negotiations </li></ul></ul></ul><ul><ul><ul><li>Signed a collaborative agreement with the company </li></ul></ul></ul><ul><ul><ul><li>Coordinated bottling, labeling, shipment & delivery **** v. challenging – many stakeholders </li></ul></ul></ul>
  • 17. 2 « Direct », « sole source » Other partners <ul><li>Process – Green Partners – Water Coolers, bottles, continued: </li></ul><ul><ul><ul><li>Arranged for return of empty coolers, shipment </li></ul></ul></ul><ul><ul><ul><li>Recognition packages, thank you letters, images, certificates sent </li></ul></ul></ul><ul><li>Tools </li></ul><ul><ul><li>Collaboration Agreement </li></ul></ul><ul><ul><li>Letter of Intent </li></ul></ul><ul><ul><li>Web site, signage, booklets </li></ul></ul><ul><ul><li>EthicScan, Dun & Bradstreet, Alberta Ministry of Environment, Environment Canada </li></ul></ul>
  • 18. 3 – “Contributors to the Summit <ul><li>Developed a process, criteria for contributors </li></ul><ul><li>Characteristics: customized benefits and recognition, based on operational needs, greening, <$25,000 or less </li></ul><ul><li>Process : </li></ul><ul><ul><li>We sought out companies to provide contributions of services and/or products - FACOPS, Health Canada </li></ul></ul><ul><ul><li>We researched industry – across Canada, found company with specialized product or service or operations identified precise company </li></ul></ul><ul><ul><li>In some instances sent a letter to several companies requesting their participation </li></ul></ul>
  • 19. 3 – “Contributors to the Summit <ul><li>Process continued </li></ul><ul><ul><li>We negotiated with interested parties </li></ul></ul><ul><ul><li>Developed customized recognition based on value of service or product provided </li></ul></ul><ul><ul><li>Signed letters of intent and collaboration agreements with each company. </li></ul></ul><ul><ul><li>Sent post-Summit recognition package </li></ul></ul>
  • 20. Contributors to the Summit <ul><li>Tools: Collaborative agreements, Letters of Intent, Web site and handbooks </li></ul>
  • 21. Challenges <ul><li>Integrity - limited contact </li></ul><ul><li>MERX system - unfamiliar, confusing, predisposition, vendor </li></ul><ul><li>PWGSC vendor performance definition </li></ul><ul><li>SMO divisional partners participation </li></ul><ul><li>Education of PWGSC staff </li></ul><ul><li>Inconsistent application of the RFP process, tools </li></ul><ul><li>Timing - pressure & lack of coordinated procurement approach (RCMP, DND, DFAIT) </li></ul>
  • 22. Challenges continued <ul><li>Marketing rights and recognition benefits </li></ul><ul><ul><li>Moving target </li></ul></ul><ul><ul><li>Marketing rights and benefits </li></ul></ul><ul><ul><ul><li>Package set developed – consistency, transparency </li></ul></ul></ul><ul><ul><ul><li>Mechanisms developed for corporate participation - balancing the corporate agenda with the Government’s </li></ul></ul></ul><ul><ul><ul><li>Policing of benefits and recognition </li></ul></ul></ul><ul><ul><ul><li>Loss of marketing properties, packages, signage </li></ul></ul></ul><ul><ul><ul><li>Post-event due diligence </li></ul></ul></ul>
  • 23. Best practices, tools and resources <ul><li>Go beyond the standard processes in place - advance the science - created new interfaces, new options for corporate participation </li></ul><ul><li>RFP, RFSO procurement system – TOOLS, tested & process refined </li></ul><ul><li>Collaboration with PWGSC, “creative solutions” </li></ul><ul><li>Legal, documentation, contractual content </li></ul><ul><ul><li>See Appendix B for list of tools </li></ul></ul><ul><li>Framework – exclusive participation </li></ul><ul><li>Screening processes </li></ul>
  • 24. Values and Ethics <ul><li>Fairness </li></ul><ul><li>Transparency </li></ul><ul><li>Equal access </li></ul><ul><li>Freedom of choice - everyone is on equal footing, no favouratism, only 3 venues for participation </li></ul><ul><li>Balanced agenda – government and corporate </li></ul><ul><li>Integrity of programs and systems </li></ul><ul><li>Consistency, bias free </li></ul><ul><li>Due diligence, documentation </li></ul><ul><li>Said “NO” </li></ul>
  • 25. Results <ul><li>Savings $541,200 – credits, discounts </li></ul><ul><li>No negative media, publicity = Invaluable $$$ </li></ul><ul><li>Integrate value considerations in the procurement process – Letter on MERX </li></ul><ul><li>“ Canada may reject a proposal where circumstances may warrant as per standard vendor performance related issues (example: insolvency, convictions, fraud, bribery, execution of performance or if the companies’ ethics performance may warrant concern as it relates to SMO policy).” </li></ul><ul><li>21 RFPs, 2 RFSOs included materials </li></ul><ul><li>Integrity of programs and systems </li></ul><ul><li>Multiple best practices, tools and processes developed </li></ul><ul><li>Corporate participants received value for contributions </li></ul><ul><li>Clear policy framework </li></ul>

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